MBL93J4 New Module Overview 2014

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2014 MBL93J-4 Advanced Marketing (Elective)

Module overview 2014

Name of module: Advanced Marketing

Module code: MBL93J4

IMPORTANT INFORMATION:

This module overview contains important informationabout your module.


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CONTENTSPage

CONTENTS ............................................................................................................................................. 2

1

INTRODUCTION ............................................................................................................................. 3

2

PURPOSE AND BROAD AND SPECIFIC OUTCOMES FOR THE MODULE ................................ 3

2.1 Purpose ........................................................................................................................................ 3

2.2 Broad and specific outcomes ........................................................................................................ 3

3

LECTURER(S) AND CONTACT DETAILS ..................................................................................... 3

3.2 Area .............................................................................................................................................. 3

3.3 University ...................................................................................................................................... 4

3.2 AREA ............................................................................................................................................ 4

3.3 University ...................................................................................................................................... 4

4 MODULE-RELATED RESOURCES ............................................................................................... 4

4.1 Prescribed books .......................................................................................................................... 4

4.2 Recommended books ................................................................................................................... 4

4.3 Electronic reserves (e-reserves) ................................................................................................... 5

5 TOPICS ........................................................................................................................................... 7

5.1 The marketing management process .................................................................................................. 7

5.2 Key accounts management (KAM) ................................................................................................... 10

5.3

Branding and brand management ............................................................................................... 11

5.4 Marketing strategy: planning versus execution ................................................................................. 12

5.5 Marketing innovation ........................................................................................................................ 14

5.6 Marketing metrics ............................................................................................................................. 15

6

STUDY SCHOOL PLAN ............................................................................................................... 18

7 MODULE-SPECIFIC STUDY PLAN ............................................................................................... 18

8 ASSESSMENT .............................................................................................................................. 19

8.2

General assignment numbers ..................................................................................................... 19

8.2.1

Due dates for assignments ......................................................................................................... 19

8.3

Submission of assignments ........................................................................................................ 19

8.4 Assignments ............................................................................................................................... 19

9 OTHER ASSESSMENT METHODS .............................................................................................. 24

10 EXAMINATION .............................................................................................................................. 24

11 CONCLUSION .............................................................................................................................. 24

12 SUGGESTED FURTHER READING ............................................................................................. 24


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1 INTRODUCTION

Dear Advanced Marketing student

Welcome to this exciting module, which forms part of your development as a business leader.The content of this module is structured to develop your understanding of the management of

the key aspects of strategic marketing.

2 PURPOSE AND BROAD AND SPECIFIC OUTCOMES FOR THEMODULE

2.1 Purpose

This module consists of two components, namely, marketing strategy and marketing metrics.While a great deal of emphasis is placed on creating and implementing a marketing strategy,less attention is focused on measuring marketing performance. This module addresses issuessuch as marketing strategy creation, marketing strategy implementation and measuringmarketing’s contribution to the financial success of organisations.

2.2 Broad and specific outcomes

In the broad sense, students will acquire knowledge of specific topics that are regarded asrelevant to and important for a marketing management position.

The specific outcomes are provided in the discussion for each topic discussed below.

3 LECTURERS AND CONTACT DETAILS

The lecturers for this module are as follows:

Mr Hennie Visser (module leader)

Office:Room 3-09, Unisa SBL Campus, Corner of Janadel and Alexandra Avenues, Midrand

Telephone number: +27 11 652 0220

E-mail address: [email protected]

Fax number: +27 11 652 0371

Prof Mari Jansen van Rensburg

Office:

Room 3-18, Unisa SBL Campus, Corner of Janadel and

Alexandra Avenues, MidrandTelephone number: +27 11 652 0371

E-mail address: [email protected]

Fax number: +27 11 652 0371

Bear in mind that lecturers can assist with enquiries of an academic nature only, such asenquiries about the contents of assignments.

You must provide your student number and the course code for this module (MBL93J4)whenever you direct an enquiry to us.

3.2 Area

You may direct any administrative enquiries concerning the strategy and marketing area to ouradministrative support staff.

mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


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Strategy and marketing area

Name Ms Tintswalo Mathebula

Telephone number + 27 11 652 0319

E-mail address [email protected]

3.3 University

The contact points for any enquiries about administrative support are listed below. Rememberto use your student number as a reference whenever you contact the University.

Description of enquiry Telephone E-mail address

SBL reception/information desk+27 11 652 0214/48 Zinhle

[email protected]

Registrations [email protected]

Prescribed books +27 11 652 0218 Terrance [email protected]

MBL programme administration+27 11 652 0239 Princess

[email protected]

Library

+27 11 652 0341/2 [email protected] [email protected]

EDS support+27 11 652 0249+27 11 652 0358

[email protected]

myUnisa 43582 (SMS) [email protected]

Finance+27 11 652 0324 Miliswa

[email protected]

3.2 AREA

Strategy and marketing

3.3 University

Unisa Graduate School for Business Leadership (Unisa SBL)

4 MODULE-RELATED RESOURCES

4.1 Prescribed books

Walker, OC & Mullins, JW. 2011. Marketing strategy: a decision focused approach. New York:McGraw-Hill. ISBN 978-0-07-017146-64.2 or latest edition available.

4.2 Recommended books

Venter, P & Jansen van Rensburg, M. 2009. Strategic marketing: theory and applications for

competitive advantage. Cape Town: Oxford University Press. ISBN 978 0 19 598706 5.

http://c/Documents%20and%20Settings/lebepmt/AppData/Local/Microsoft/Windows/Temporary%20Internet%20Files/AppData/Documents%20and%20Settings/davisa/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/4EZRY5GU/[email protected]://c/Documents%20and%20Settings/lebepmt/AppData/Local/Microsoft/Windows/Temporary%20Internet%20Files/AppData/Documents%20and%20Settings/davisa/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/4EZRY5GU/[email protected]:Terrance%20%[email protected]:Terrance%20%[email protected]:Terrance%20%[email protected]:Terrance%20%[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]://c/Documents%20and%20Settings/lebepmt/AppData/Local/Microsoft/Windows/Temporary%20Internet%20Files/AppData/Documents%20and%20Settings/davisa/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/4EZRY5GU/[email protected]://c/Documents%20and%20Settings/lebepmt/AppData/Local/Microsoft/Windows/Temporary%20Internet%20Files/AppData/Documents%20and%20Settings/davisa/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/4EZRY5GU/[email protected]://c/Documents%20and%20Settings/lebepmt/AppData/Local/Microsoft/Windows/Temporary%20Internet%20Files/AppData/Documents%20and%20Settings/davisa/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/4EZRY5GU/[email protected]:[email protected]:[email protected]:[email protected]:Terrance%20%[email protected]:Terrance%20%[email protected]://c/Documents%20and%20Settings/lebepmt/AppData/Local/Microsoft/Windows/Temporary%20Internet%20Files/AppData/Documents%20and%20Settings/davisa/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/4EZRY5GU/[email protected]


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4.3 Electronic reserves (e-reserves)

The following articles are hyper-linked below. Articles should be downloaded and used as partof your course material. These articles should be included as part of your references in yourassignments. It is also part of the material that will be used for examination preparation.

Key accounts management (KAM) articles

Al-Husan, FB & Brennan, R. 2009. ―Strategic account management in anemerging economy‖, Journal of Business & Industrial Marketing , 24(8): 611 –620

Brehmer P & Rehme J. 2009. ―Proactive and reactive: drivers for key accountmanagement programmes‖, European Journal of Marketing , 43(7/8): 961-984.

Ivens, BS & Pardo C. 2008.‖ Key-account-management in business markets:anempirical test of common assumptions‖, Journal of Business & Industrial

Marketing, 23(5): 301 –310

Ivens, BS; Pardo, C; Salle R and Cova B. 2009. ―Relationship keyness: Theunderlying concept for different forms of key relationship management‖, IndustrialMarketing Management , 38:513 –519.

Branding and brand management articles

Punjaisri,K; Wilson A & Evanschitzky, H. ―Internal branding to influenceemployees’ brand promise delivery: a case study in Thailand‖, Journal of Service

Management , 20(5): 561-579.

Roberts, C & Alpert F. 2010. ―Total customer engagement: designing and aligningkey strategic elements to achieve growth‖, Journal of Product & BrandManagement , 19(3): 198 –209

Simmons, JA. 2009. ―Both sides now: aligning external and internal branding for asocially responsible era‖, Marketing Intelligence & Planning , 27(5): 681-697

Thomas, S & Kohli, C. 2009. ― A brand is forever! A framework for revitalizingdeclining and dead brands‖, Business Horizons ,52(4): 377—386

Marketing strategy: planning versus execution articles

Slater, SF; Hult, GTM & Olson, EM. 2010. ―Factors influencing the relativeimportance of marketing strategy creativity and marketing strategy implementationeffectiveness‖, Industrial Marketing Management, 39:551 –559

Slater, SF; Olson, EM & Hult, GTM.2010. ―Worried about strategyimplementation? Don’t overlook marketing’s role‖, Business Horizons, 53(5):469-479.

Smith NC, Drumwright, ME, & Gentile, MC. 2010. ―The New Marketing Myopia‖, Journal of Public Policy & Marketing , 29(1) : 4 –11

http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/08858620910999475http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/08858620910999475http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/08858620910999475http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/08858620910999475http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910961470http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910961470http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910961470http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910961470http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/08858620810881575http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/08858620810881575http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/08858620810881575http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2009.05.002http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2009.05.002http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2009.05.002http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2009.05.002http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/09564230910995143http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/09564230910995143http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/09564230910995143http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/09564230910995143http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/10610421011046175http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/10610421011046175http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/10610421011046175http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/10610421011046175http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/02634500910977890http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/02634500910977890http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/02634500910977890http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/02634500910977890http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2009.03.004http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2009.03.004http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2009.03.004http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2009.03.004http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2008.03.007http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2008.03.007http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2008.03.007http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2008.03.007http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2008.03.007http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2010.04.001http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2010.04.001http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2010.04.001http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2010.04.001http://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=50171170&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=50171170&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=50171170&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=50171170&site=ehost-live&scope=sitehttp://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2010.04.001http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2010.04.001http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2008.03.007http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2008.03.007http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2008.03.007http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2009.03.004http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2009.03.004http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/02634500910977890http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/02634500910977890http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/10610421011046175http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/10610421011046175http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/09564230910995143http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/09564230910995143http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2009.05.002http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.indmarman.2009.05.002http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/08858620810881575http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/08858620810881575http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910961470http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910961470http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/08858620910999475http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/08858620910999475


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Valos, MJ. 2009. ―Structure, people and process challenges of multichannelmarketing: Insights from marketers‖, Database Marketing & Customer StrategyManagement ,16(3):197 –206

Marketing innovation articles

Judson, KM; Gordon, GL; Ridnour RE & Weilbaker DC. 2009.‖ Key account vs.Other sales management systems: Is there a difference in providing customerinput during the new product development process? ‖ The MarketingManagement Journal , 19(2):1-17

Liqin Ren, L; Xie, G & Krabbendam, K. 2010. ‖Sustainable competitive advantageand marketing innovation within firms: A pragmatic approach for Chinese firms‖, Management Research Review , 33(1): 79-89

Sarkees, M & Hulland, J. 2009. ―Innovation and efficiency: It is possible to have itall‖, Business Horizons, 52(1): 45-55

Marketing metrics articles

Ambler, T; Roberts, JH. 2010. ― Assessing marketing performance: don't settle fora silver metric‖, Journal of Marketing Management , 24(7): 733-750

Gao, Y. 2010. ―Measuring marketing performance: A review and a framework‖, The Marketing Review ,10(1): 25-40

Lamberti, L & Noci, G. 2010. ―Marketing strategy and marketing performance

measurement system: Exploring the relationship‖, European ManagementJournal , 28(2):139-152.

O’Sullivan, D; Abela, AV & Hutshison, M. 2009. ―Marketing performancemeasurement and firm performance:Evidence from the European high-technologysector ‖, European Journal of Marketing, 43(5/6): 843-862

Petersen, JA; McAlister, L, Reibstein, DJ; Russell S; Winer, RS; Kumar, V & Atkinson, G. 2009. ‖Choosing the Right Metrics to Maximize Profitability andShareholder Value‖, Journal of Retailing, 85 (1):95 –111

Additional articles are intended to broaden your insight into the different topics. They will also belinked through the EDS. These articles can be used for assignments, but will not form part of thebody of knowledge for assessment purposes.

http://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=44194159&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=44194159&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=44194159&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=44194159&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=47813490&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=47813490&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=47813490&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=47813490&site=ehost-live&scope=sitehttp://0-dx.doi.org.oasis.unisa.ac.za/10.1108/01409171011011580http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/01409171011011580http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/01409171011011580http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/01409171011011580http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2008.08.002http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2008.08.002http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2008.08.002http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2008.08.002http://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=34452722&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=34452722&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=34452722&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=34452722&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=48650854&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=48650854&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=48650854&site=ehost-live&scope=sitehttp://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.emj.2009.04.007http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.emj.2009.04.007http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.emj.2009.04.007http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.emj.2009.04.007http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910947070http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910947070http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910947070http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910947070http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910947070http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.jretai.2008.11.004http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.jretai.2008.11.004http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.jretai.2008.11.004http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.jretai.2008.11.004http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.jretai.2008.11.004http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.jretai.2008.11.004http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910947070http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910947070http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/03090560910947070http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.emj.2009.04.007http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.emj.2009.04.007http://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=48650854&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=34452722&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=34452722&site=ehost-live&scope=sitehttp://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2008.08.002http://0-dx.doi.org.oasis.unisa.ac.za/10.1016/j.bushor.2008.08.002http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/01409171011011580http://0-dx.doi.org.oasis.unisa.ac.za/10.1108/01409171011011580http://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=47813490&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=47813490&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=47813490&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=44194159&site=ehost-live&scope=sitehttp://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=44194159&site=ehost-live&scope=site


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5 TOPICS

5.1 The marketing management process

Specific outcomes

Achieve top management consensus about marketing strategies and tactics.

Plan and implement marketing strategies that are suited to deliver value to the needs ofthe different market segments.

Critical questions

You have been appointed senior marketing executive to a large company. You are given aspecific task to improve the financial performance of the company. A marketing audit done byyou reveals that most of the marketing activities were stand-alone, uncoordinated activities withmarketing having hardly any impact on the bottom line.

What would you do to rectify the current situation?Learning through activities

During the rest of our journey, we explore the following aspects of the marketing managementprocess:

the nature of strategic marketing

marketing opportunity analysis

aspects of the strategic marketing process

marketing strategy implementation

measurement of marketing success

Before you read the chapters in the prescribed book, reflect on the following questions:

Do you believe that proper marketing is the only way to create and maintain a sustainableorganisation?

How would you describe marketing? What are the core components (i.e. sales oradvertising)?

Is marketing regarded as an investment in your organisation? Or is it seen as an expense – something that you have to do because others do it.

Do you agree that many organisations do not have a clear picture of their marketing

performance?For many organisations, brand equity (the asset) is the main and most valuable asset inbusiness. It does not receive the attention it deserves because it is not reflected on thebalance sheet and is difficult to measure. Do you agree with this statement?

What is your definition of brand equity? How would you attempt to measure it?

Read the following additional article:

Jansen van Rensburg, M, Venter, P & Strydom, JW. 2012. The perceived contribution of thepractise of strategic marketing on the performance of South African companies. Journal of

Contemporary Management 9:24-47.

How does your opinion differ from that expressed by South African companies?

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Marketing must form an integral part of the way any organisation plans for its future. In thissense, marketing and organisational strategy are closely linked. For instance, the marketingstrategy is close to corporate and business unit strategies. It can never be untangled from theoverall corporate strategy or the business units’ strategies.

This is also true of organisations that traditionally did not engage in marketing. If the array ofmarketing elements (product/service, pricing, marketing communications, process, people and

distribution/footprint) are considered, it makes sense not to think about marketing in the oldfashioned way of advertising and/or selling.

Of course commercial or private companies need to use all the marketing elements in an arrayof combinations/variations to develop marketing strategies that will achieve two major goals.The first is to satisfy the needs of customers in the market and the second is to do it better thanone’s competitors. Making money is the inevitable outcome of achieving these two seeminglysimple goals. In economies where competition is not extensive (such as the South Africaneconomy) there is an additional responsibility to achieve this within the boundaries of honestyand ethicality.

Different types of organisations need to understand their marketing role in the light of why theyexist and the environment in which they operate. For instance, government departments orgovernment-funded organisations need to realise that its first priority is to render an excellentservice where it is needed. They do not have to compete with anyone. They simply have to doan honest day’s work for the tax money allocated to them – in other words, do what the marketexpects of them in the most productive way. In this scenario, marketing communication wouldtypically be educational and employed to provide information. Because these organisations areessentially service organisations, the principles of services marketing must be known andapplied.

Organisations in the business-to-business (B2B) environment need to realise that key accounts

management is probably more important for success than mass distribution – which is bettersuited to consumer marketing. The emphasis that leads to success in the B2B marketingenvironment is different from that for consumer marketing. Although application may differ, thebasic elements of different marketing situations remain similar.

The key principle is that of being market oriented. Market orientation, as posited by Levitt(1960), suggests that a continuous awareness of changes in the market environment will alertorganisations to ways that they should adopt and adjust in order to remain relevant. If marketneeds are essentially for the transportation/distribution of goods and services, but you narrowlydefine your business as a railway business, you will eventually succumb to competitive forcesthat cater for the broader need for transportation/distribution.

The strategic marketing process has distinct phases. These phases are interwoven inorganisations and should not be seen as loose ―silos‖ of actions. Venter and J ansen vanRensburg (2009) summarise these phases as follows in figure 1.


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Figure 1

The marketing management process

Source: Venter & Janse van Rensburg (2009)

In the market opportunity analysis phase, attention is focused on research and the use ofsuitable information. Customer analysis, market demand analysis, competitor analysis, ananalysis of the influence of factors from the macroenvironment and an analysis of owncapabilities are combined in a marketing information system. This information should be used todecide which segments to choose and target.

Only then should organisations start to formulate specific strategies that would be suitable forthe different market segments. Marketing, sales and other objectives are set, decisions aremade about the unique position that your organisation should adopt among competitors and asuitable marketing mix is developed that will deliver the value the segments are looking for. Thisinformation (about needs) is gleaned from the information analysis.

Of course no strategy is successful if it is not properly implemented, and the performancemeasurement determines whether the objectives were in fact realised.

Reflection

Consider figure 1 and reflect on the following questions:

(1) Did the authors omit any key strategic marketing components. If so, which ones and wherewould they fit into the illustration.

(2) Are any of the strategic marketing components redundant? If so, why?

Conclusion

Gone are the days when we described marketing on the basis for the four or seven Ps. Today,

we need to think strategically and realise that the tactical elements follow the strategicfoundation. As marketers, we need to take responsibility for our actions and justify ourmarketing spend.


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5.2 Key accounts management (KAM)

Specific outcome

In essence, marketing and management entail the management of relationships. Relationshipmarketing involves the relationships with customers, while internal marketing involves therelationships between employees and managers.

In this topic we focus on the relationships between the organisation and customers (therelationship marketing domain) and the relationships between management and employees (theinternal marketing domain). The management of the external relationship refers to all thecommunications between organisations and the external stakeholders.

Critical questions

The key questions that arise in customer relationships in general are the following:

Are some customer relationships more important than others?

How do we know what customers really want?

Are there specific actions that can be taken that strengthen these relationships?What are the benefits of a relationship management programme?

Do the costs of key accounts management (KAM) outweigh the benefits?

Why are some KAM programmes a huge failure?

How do we measure customer satisfaction?

Are service recovery and customer retention important, and if so, why?

Learning through activities

Research about customer retention by Reichheld and Sasser (1990) fundamentally changed the

way in which organisations handle their customers. This article sparked a move towardsrelationship marketing. Later articles confirm that retaining customers is critical for a firm’s long-term survival, innovativeness and bottom-line results. This view is evident in the shift of themarketing discipline away from the study of marketplace exchanges as transactions that needto be consummated to that of exchanges as relationships that need to be nurtured, preservedand cultivated. Customers should be seen as vital intangible assets and should be valued andmanaged accordingly.

Read the following additional article to appreciate the importance of this philosophy in the South African service industry.

Jansen van Rensburg, M., Venter, P and Strydom, J. 2009. Advertising Agency Retention – Views fromSouth African Advertisers, South African Journal of Business Management , 40 (4): 25-36.

Study the prescribed study material.

When considering the perspectives expressed in the readings, it becomes clear that thecalculation of customer equity has become a reality and return on marketing should bemeasured in order for competing marketing strategy options to be traded off on the basis ofprojected financial return. This could enable the organisation to focus marketing efforts onstrategic initiatives that generate the greatest return. Customer selection could be basedsuccessfully on customer lifetime value and this value could facilitate resource allocation

decisions.

Is KAM simply another way of focusing on the most valuable customers, or is it more than that?One of the key account selection criteria is that the customer is considered by the supplier to be

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of strategic importance. Strategic importance may go beyond the direct economic importance ofthe customer, including such factors as reference value, access to process or technologicalknowledge or to new markets. There is general consensus that KAM has the following distinctphases:(1)pre-KAM (identify key account candidates)

(2) early KAM (explore opportunities for closer collaboration)

(3) mid-KAM (develop a wider range of cross-boundary contacts)

(4) partnership KAM (the supplier is viewed as an external resource of the buyer)

(5) synergistic KAM (partners create joint value in the marketplace)

(6) uncoupling KAM (dissolution of the KAM relationship)

The articles cover an extensive body of knowledge about KAM relationships in marketing.

Think about your own organisation.

How do you manage your customer relationships?If you do have a KAM programme, is it successful?

How do you measure service quality?

How often do you measure service quality?

Reflection

Now that we have considered the nature and importance of various relationships, we can reflecton the lessons learnt.

Do you think relationships are necessary for goods manufacturers and industrial marketers?How would the relationships in these markets compared to service markets differ? Howwould they be similar?

Do you think KAM is important in a marketing strategy?

Conclusion

The retention of customers is a primary concern for most businesses. KAM involves far morethan buying expensive software to implement a KAM programme. It is necessary to considerinternal markets. In the following two topics, the role of branding is dealt with in more detail.

5.3 Branding and brand management

Your organisation is a brand. When customers make contact with your organisation, theyexperience it as either satisfactory or unsatisfactory. Managing this experience is the essence ofbrand management.

Specific outcomes

Use internal and external branding in delivering customer value.

Critical questions

Is branding still important in the turbulent markets that organisations face today?

Does the cost of branding outweigh the benefits?


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What are the characteristics of enduring brands?

Can strong brands ensure that companies survive and remain competitive?

Are there better approaches to building successful brands?

What are modern-day best practices for internal and external branding?


Everything and everyone is a brand. Think of Heinz Ketchup and All Gold Tomato Sauce andtwo different pictures come to mind. The same applies to Audi, Mercedes-Benz, Virgin Activegyms, Oprah Winfrey, a government department and every other entity or person that you canthink of. This ―picture‖ is a combination of what has been communicated to you about that brandand your experience with that brand. To capture a space in today’s over -communicatedconsumer world, organisations need to focus on all aspects of brand management to have anyimpact. It is no longer enough to be just known in the market. Making sure that the brandexperience is creating excitement and loyalty needs detailed planning and execution of thecommunication between your organisation and the market and from your market to yourorganisation. Read the annual report below, and consider the criteria employed to determine the

top South African brands.

Source: Brand Finance. 2013. BrandFinance®: South Africa Top 50 – the annual report onSouth Africa’s most valuable brands. August.http://brandfinance.com/images/upload/brandfinance_south_africa_top_50_2013.pdf

The articles that deal with internal marketing and branding cover a broad spectrum of bestpractices and recent thinking about brand practices. Marketing activities should never be seenas complete without an internal marketing/branding programme as well.

Read the articles on internal marketing and branding.

What would the relevance of these articles be to your organisation?

What would you recommend that your organisation change in its internal marketing/brandingprogramme from the frameworks suggested in the articles?

Reflection

What do you see as important issues to consider when a brand is being built?

What are the differences between building brands for goods versus services?

What role does internal marketing play in the building of a successful brand?

Conclusion

We learnt from the articles that brands should create shareholder value, and that they provideimportant quality and consistency cues for consumers. A challenge for your organisation maybe to consider how brand loyal the employees in your organisation are, and to consider criticallywhether and how the brand(s) in your organisation create value for customers.

5.4 Marketing strategy: planning versus execution

Many marketing strategies fail, not because they were weak strategies, but because they werepoorly executed. Several cultural, operational, managerial and communication factors contributeto these failures. In the early 1990s, the main reason for failures was the general lack of a

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marketing function or marketing ethos in organisations. However, recent research has shownthat this is no longer the case, since most organisations now have a marketing function with atleast the basics of marketing activities. The challenge facing most businesses now is to take themarketing analyses that are conducted one step further by formulating a well-considered marketing strategy with specific plans of action to implement it. Furthermore, steps need to betaken to ensure that the plans are executed. Marketing scholars and practitioners generally

agree that the effective implementation of marketing strategy is still a major weakness in manyorganisations.

Specific outcomes

Use the correct approach to develop marketing strategy.

Use the correct approach to implement the strategy.

Critical questions

When you think about your own organisation, how do you see the marketing function?

Is it very basic, or does is it become involved in the strategic pathway or direction that theorganisation is taking?

How are marketing plans formulated and implemented?

Would you say the formulation-implementation process is primarily prescriptive, or is it moreiterative, with consultation?

Are all strategies that are formulated successfully implemented?


Read the prescribed articles dealing with marketing strategy implementation. These articles

describe the dilemma that most strategists face, and the dual role that managers need to play tofocus on the future while they are managing and focusing on the daily operational issues thatare also important.

The articles spell out the barriers that organisations experience that impede marketing strategyexecution. Read them all and reflect on how you experience similar impediments toimplementation. Also think how you could counteract inertia in implementation. The AmericanProductivity and Quality Centre advocates that managing change needs all the elements of

vision + skills + incentives + resources + action plans

These components need to be in place if an organisation hopes for any success. Which ofthese factors are absent in your strategic process? Remember that the implementation ofstrategy suggests change management, with all the challenges of managing group dynamics.This suggests that marketing managers are not well equipped to manage implementation bythemselves. The insights of HR specialising in group interaction and group behaviour should bebrought in.

Now that we have covered some of the elements necessary for successful implementation, youshould be in a position to take a different view on the role of marketing in the implementation ofstrategies. If you were responsible for implementation, how would you approach each of thefollowing four possibilities?

(1) selling more of your current products or services to existing clients (market penetration)

(2) selling current products or services to new clients (market development)


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(3) selling new products or services to existing clients (product development)

(4) selling new products or services to new clients (diversification strategies)

Would your approach be similar in all these cases?

How would it be different, and why?

Reflection

Think about marketing strategies that have been initiated in your organisation over the pastthree years.

How many marketing strategies were successfully implemented? How many weremoderately successful? How many failed?

What do you think are the major impediments to strategy implementation?

What do you think were the key issues that caused some strategies to be successful?

Conclusion

By now you should be able to identify potential barriers to the implementation of marketingstrategies, and draw up plans and tactics to prevent and minimise these barriers. You shouldalso be able to identify the key strategies that require substantial change and that may takelonger to implement.

You should know that the implementation process for the radical strategies may take muchlonger initially. You should be able to identify strategies in which a swifter and more coerciveimplementation effort would be more appropriate.

5.5 Marketing innovation

During this era of turbulent market changes with more demanding and sophisticated customers,and with increased competition from new sources with more powerful and effective businessmodels, especially from the internet, traditional approaches to marketing are no longer effective.Coupled with the level of market saturation in a number of industries, marketers and theirmanagement teams really need to come up with high-impact marketing innovations.

The challenge for organisations to deliver superior customer value is to develop and implement―new marketing‖, which moves away from the traditional ―textbook‖ approaches to marketing. Inorder to start this process to achieve sustainable competitive advantage, it is useful to look atthe process that organisations use to go to the market and consider the key issues to identify,

create and deliver value.

Specific outcomes

Use marketing innovation to deliver customer value.

Critical questions

A sustainable competitive advantage is what most organisations strive for. One of the sourcesof competitive advantage is based on radical innovation. Think about your organisation and therole of marketing innovation in it.


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How do you think you will be able to grow and make waves in the next year?

How will you do it in the next five years, or even ten years?

What are the major external sources that will impact on innovation in the next three years?

What key innovation will make your organisation unique?

How would you be able to identify this key?


Study the prescribed material.

The prescribed and additional articles offer valuable insights into marketing innovations. A majorchallenge for most businesses is to find new ways to create superior value for customers. Thosefirms that compete in the commodity market are mainly focused on the production of goods andthe focus for survival is on managing costs. Firms in the goods market provide added value forcustomers by market segmentation and by various approaches to the traditional marketing mixvariables, namely, the four Ps: place (or distribution), promotion, price and product. Firms in the

service industry have added value by bringing in the elements of service, which can besummarised simplistically as adding three more Ps, namely, physical evidence, people andprocesses.

Reflection

Consider the role of experiences and emotions in marketing.

Can all products and services add value for customers by utilising experiences?

How would the value of experiences be different across different market segments anddifferent cultures?

What role does emotion play in advertising and brand building?

Conclusion

We have learnt that organisations that are market oriented and have marketing capability aremore likely to achieve a competitive sustainable advantage through innovation. One example ofthe way in which organisations can achieve this advantage is by focusing on the experiencesand emotions of customers. There may be many more examples of how organisationsconstantly recreate themselves. Think about your role in driving this renewal process in yourorganisation.

5.6 Marketing metrics

Measuring the performance of marketing is consistently one of the primary issues seniormarketing executives face. Without effective measurement, they cannot prove to what extentmarketing expenses are investments for the organisation. In order to understand the impact ofmarketing on an organisation, organisations and their investors need a set of metrics tomeasure their progress and to forecast their future. In this topic we investigate the following:

how marketing generates cash flow

performance engages the question. ‖compared to what?‖

the challenge of more complex brand architectures. What details would be used to measure

how well all the brands in every market segment are doing?

Specific outcomes


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Measure marketing performance using a set of metrics.

Critical questions

Before reading the prescribed material, reflect on the following questions:

What is marketing in your organisation?

How would you attempt to evaluate your organisation’s marketing metric system?


Study the prescribed material.

Think of the following scenario: You have been appointed as senior marketing executive topromote the measurement of marketing effectiveness convincingly to both the profession andthe executive board of a large organisation. You are given a virtually open budget and the onlypreconditions are that you should present it in such a way that you convince the audience thatmarketing performance can be measured, and that you can demonstrate the impact of

marketing on the bottom line. This is a daunting task. In order to fulfil the above commission,you need well-founded knowledge, a number of skills and sensitivity to values and ethics.

To evaluate marketing performance, we first have to clarify what marketing is in yourorganisation. What does the word ―marketing‖ mean for a not-for-profit organisation, agovernment department, a monopolist company and organisations in different industries?

Marketing metrics should tell management whether an organisation has achieved its marketingobjectives. Marketing objectives are a function of market needs, own capacity and competitiveintensity. Market share could be excellent for a for-profit organisation in a competitiveenvironment, but would be meaningless to a government department. For them, level of

customer satisfaction, or service level agreements, would be more appropriate. Do you agreethat marketing managers can generally be more accountable than they usually are?

According to Ambler (2003), the rating of a marketing assessment system is simple enough. Hesuggests the following ten questions as indicated in table 1.

Table 1

Rating your firm’s marketing assessment system

Factor Assessment

How often is marketing performanceformally assessed?

1. Annually2. Six monthly3. Quarterly4. More often5. Rarely6. Never

What does the company understand by―customer value‖?

1. Don’t know or not clear 2. Rate value of customer to the

business3. Rate what the company provides

from a market point of view

4. Sometimes the one, sometimes theother

How much time does the executive ------------------------------------%


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team give to marketing issues?

Does the marketing plan show thenonfinancial marketing objectives andlink them to financial objectives?

1. No2. Yes, but no link3. Yes, to both

Does your plan show a comparison ofyour marketing performance withcompetitors or the market as a whole?

1. No2. Yes, very clearly3. To some extent

What is your main marketing assetcalled?

1. Brand equity2. Reputation3. Other term4. We have no term

Does the executive team’s performancereview involve a quantified review of themain marketing asset or how it has

changed?

1. Yes, to both2. Yes, but only financially (brand

valuation)

3. Not reallyHas the executive team quantified whatsuccess would look like five or tenyears from now?

1. No2. Yes3. Don’t know

Does your strategy have quantifiedmilestones to indicate progress towardssuccess?

1. No2. Yes3. What strategy?

Are the marketing performanceindicators seen by the executive team

aligned with these milestones?

1. No2. Yes, external (customers and

competitors)3. Yes, internal (employees and

innovation)4. Yes to both

Do these questions make sense to you? Does your organisation address some of thesequestions?

It is also suggested that marketing metrics be reflective of a so-called ―dashboard‖ of measures.For instance, measures such as customer value, customer retention, customer acquisition,

brand equity, product innovation, internal fitness of the sales organisation, environmental fitnessand competitive activity. Each one of these broad measures should be refined to includespecific measures that can be combined to add up to each one measure.

You have been asked by your company to assess your marketing assessment system againstthe ten questions in table 1. How would you rate your company?

In your assessment, you should have drawn some conclusion about your own performancewhen it comes to the sophistication of your marketing measurement system. If your organisationis really serious about a marketing assessment system, note the following suggestions:

Look at the possibility of employing a task force to undertake a more formal review and

come up with recommendations to strengthen your current marketing metrics system.Reassess specialist marketing skills in terms of the value added to the organisation’s totalmarketing effort.


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Ask each member of the executive team to report on a measure that clearly impacts on yourmarketing performance.

Ask the CEO to keep on refining and using the marketing measures to drive performance inthe organisation.

Reflection

It is necessary to reflect on your journey so far. We have looked at the following elements inorder to help us to evaluate marketing performance:

―What should be measured?‖, which is a more relevant question than ―Should we measure?‖

Performance engaging the question: "Compared to what?"

The challenge of more complex brand architectures

Sector issues

How does this topic affect your understanding of what marketing is and how its performance

should be measured?

Conclusion

You have learnt that marketing, in short, is the creation and harvesting of inward cash flow, andthat there is a checklist to evaluate an organisation’s existing system and metrics. With this asbackground you are now ready to move to the most difficult area: brand equity.

Self-assessment

Which key strategies are necessary for a new approach to marketing?

What are the major differences between transactional, brand, relationship and value-based

marketing?What is the strategic process of going to market?

How does internet marketing impact on traditional marketing?

What impacts do Facebook, Twitter and other social media have on marketing?

What is the role of market research in creating strategic value?

What is market capability?

6 STUDY SCHOOL PLAN

Only one study school will be held for this module. During the study school, the topics will be

discussed in interactive sessions between the lecturer(s) and students.

7 MODULE-SPECIFIC STUDY PLAN

This is a one-year module. Students are required to read through the articles before the studyschool because a knowledge of the topics will be required for discussions. The prescribedarticles should be considered as part of the theory that must be studied an applied for theassessments.

You need to use the prescribed book as a basis for preparing for the assessments.


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8 ASSESSMENT

There are a total of three formal assessments during the year. All the assessments will be on anindividual basis. Two formative assessments in the form of an assignment will be required, anda final summative assessment in the form of a written examination.

8.2 General assignment numbersTo be provided if required.

8.2.1 Due dates for assignments

To be provided.

8.3 Submission of assignments

Assignments should be submitted before/ on the due dates. Late assignments will be markedand commented on as part of the learning of students, but they will not be graded.

Assignments should be submitted on the accepted electronic platform used by the SBL, whichis currently the EDS system.

8.4 Assignments

ASSIGNMENT 01: Discussion of topics DUE DATE: 09/05/2014

In this assignment, you are required to compile a high-level report for an executive team. Thereport should be about any two of the topics mentioned below.

Use the marking guideline to help you plan your report. Your report must contain the followingelements at least:

A short introduction to the topics that you choose for the report

A discussion about the most up-to-date and recent thinking about the management of thesetopics. For this part of the assignment, you must consult at least five articles from academic journals no older than three years. Please consult with the Unisa SBL library staff onassessing the databases for these articles. NOTE: It is not the task of the librarians to dothe search for you or provide you with articles.

A discussion of the financial and other risks involved for organisations when the aspect ofthe particular topic is not well managed.

A discussion oft best practice in the management of the topic. Best practice should beillustrated by means of an example of a company that is compared to common practice inother organisations. It should be clear from your discussion that you have a soundunderstanding of current best practice in your example of a company.

Common mistakes made in (your) organisations in managing the topic

Recommendations on how to improve on common mistakes and on how to become a bestpractice organisation

Suggestions on the performance measures that you would use in your organisation tomeasure how well this aspect/topic should be managed.

You should use practical case studies where applicable to illustrate the arguments you discuss

in your report.Your assignment should be a maximum of 12 pages.

You may select your topics from the following:


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marketing ethics

marketing channel management

market segmentation

implementing marketing strategy

social media marketing

not-for-profit marketing


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Marking guideline for Assignment 01

Excellent

75% and above

Good

50% to 74%

Average

25% to 49%

Poor

1% to 24%

Executive report Recent thinkingwas evident in the

articles used in theassignment

The financial riskswere well explainedand it is evidentthat the studentknows what thefinancial risks are ifthe topic underdiscussion is notwell managed

Other risks such asreputation and lossof market sharewere alsodiscussed

Best practice wasshared through thediscussion of awell-known andreputableorganisational case

study

Common mistakeswere discussed

Recommendationswere based onfrom a discussionof the commonmistakes and they

were also linked tobest practice

Performancemeasures werebased on thesuggestedrecommendationsand it was obviousthat the desiredoutcomes would bemeasured

Too few recentarticles were used

for the discussion

Only financial risksor only other riskswere discussed

Best practice wasshared, but it wasnot evident that thebenchmark was aninternationallyrecognised

organisation


Recommendationsdid not flowlogically from thediscussion of thecommon mistakesand from best

practice

Performancemeasures did notrelate to therecommendations

Articles were used,but they were

mostly outdated

Risks werediscussed, but itwas not clearwhether these riskswere realistic

Best practice wasdiscussed, but onlyfrom the country’sperspective


Recommendationsseemed to bebased on a ―thumbsuck‖ or ―gutfeeling‖

Performancemeasures were notdiscussed, or thediscussion relatedto poorrecommendationsor it was not clearwhether thedesired outcomewould be achieved

Few of therequirements for

―average‖ were met


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INDIVIDUAL ASSIGNMENT 02 DUE DATE: 08/08/2014

For this assignment you need to use an existing business situation.

Use the prescribed book and the prescribed articles as information sources for yourassignment. Other sources may also be consulted.

You are required to develop and launch a new product/service. This product/service mustaddress and attempt to solve a desperate social need in your society. Examples include aproduct/service that would fulfill the need for better education in the absence of good publicschooling, housing shortages, feeding for poor communities, care for abused people or anyother issue that is regarded as a social dilemma in your country/society.

In your assignment, you need to follow the process of developing and launching a newproduct/service. The assignment should have a detailed marketing strategy and a financialbudget for the development and launch of your idea. Follow the format suggested in prescribedbooks for the marketing strategy as illustrated in figure 1 of this module overview. It should alsoinclude an implementation plan and programme.

Bear in mind that the product/service must be made available by a not-for-profitorganisation. It should not be a commercial entity.

Your report should be written in such a way that stakeholders would be persuaded to supportthe new product/service. Stakeholders could be your senior management team, the board,financing institutions, donors or any other stakeholder whom you consider important forsupporting your idea in order to make it successful.

NOTE: This discussion should not cover a corporate social responsibility (CSR)programme.

Your presentation and professionalism should be of a high standard, which is expected as thenorm for an MBL 3 student; negative marks will thus be awarded for poorly presented and/oredited documents (up to -20%).

Approximate length of assignment: 10 to 12 A4 pages (1,5 line spacing)


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Marking matrix: Assignment 02

Newproduct/servicedevelopment

Excellent

75% and above

Good

50% to 74%

Average

25% to 49%

Poor

1% to 24%

The

product/servicerepresents thesolving of a socialdilemma in thesociety

All the steps forthe developmentof a newproduct/servicewere followed and

they werepractically applied

The financialdiscussion coversall aspects of the

project

A propermarketing plan

was part of thediscussion

Theimplementationprogrammeformed part of theassignment

It was highly likelythat theproduct/servicewould receive thesupport of the

stakeholders

It is not clear

whether thechosenproduct/service isused to solve asocial dilemma. Itmay be for purefinancial gain

The discussionappeared to be acorporate social

responsibilityprogramme

Financials couldhave been moredetailed

The marketingplan should havebeen more

detailed

Theimplementationprogrammeshould have beenmore detailed

Stakeholders may

have reacted to itby saying ―We’lllook at it later‖

It is clear that the

newproduct/servicewould notaddress/solve asocial dilemma

Financials wereclearly notaccurate

The marketingplan was vagueand wouldprobably notachieve much if itwere to beimplemented

Implementation ofthe plan wasvague

Stakeholderswould probablynot have reactedfavourably to theproposed newproduct/service

Few of the

requirements for―average‖ weremet

8.6 Self-assessment questions

There are no self-assessment questions.


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9 OTHER ASSESSMENT METHODS

The summative assessment will be in the form of a written examination.

10 EXAMINATION

The examination paper may comprise short questions, case studies, calculations and scenarios.More details about the examination will be provided during the study school or closer to theexamination.

11 CONCLUSION

Marketing certainly is becoming a far more complex management science than what it used tobe years ago when effective distribution coupled with a product of a reasonable standard and ata price that the market could afford was all that was needed.

Today marketers must have insights into issues such as consumer psychology, competitiveactivities, influences from the macroenvironment and so on. This module should provide insightinto all the factors that need to be considered if you wish to be a successful marketer. Themodule does not provide all the answers, but encourages thinking about the more prominentmarketing issues of today’s marketing environment.

12 SUGGESTED FURTHER READING

It is suggested that you consider purchasing some of these textbooks to keep in your personallibrary at the office. However, this is not compulsory.

Ambler, T. 2003. Marketing and the bottom line: the marketing metrics to pump up cash flow.Harlow: Prentice Hall.

Dahlen, M, Lange, F & Smith, T. 2010. Marketing communications: a brand narrative approach.Chichester : Wiley.

Kunde, J. 2002. Unique now …or never . Harlow: Pearson Education Ltd.

Maddock, GM, Uriarte, LC. 2011. Brand new. Solving the innovation paradox. Hoboken: JohnWiley & Sons.

Grönroos, C. 2007. Service marketing management: customer management in service

competition. Chichester: Wiley.